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Dealing with unfair and inappropriate behaviours
Program Management – Testimonies and approach
“For me, Program Management simply and concisely explains how realising strategies and bringing in the benefits to the organisation is achievable. This is a first, a theoretical text which really understands what I do”. Thomson Reuters.
The program context:
- Background and definitions
- Organizational context
- Maturity and culture
The program components:
- Key program components
- Program stakeholders and actors
The program lifecycle:
- Program lifecycle outline
- Formulation
- Organisation
- Deployment
- Appraisal
- Dissolution
- References and interesting books to read
Strategic Execution Premium – Converting strategy into results
What challenges for our clients in today’s turbulences ?
- Rethink budgets and strategic objectives regularly
- Align your organisation with new priorities
- Update your portfolio accordingly
- Motivate your teams by communicating with everyone
- Prioritise projects and programs
- Assure Resources
- Focus on the short term while protecting medium and long term financial results
- Constantly monitor and review financial results and non-financial outcome
- Secure your team commitment to execute the new updated and adjusted strategy
- Evaluate and incorporate regularling emerging strategies and adjacent markets
- Support the strategy implementation by identifying and improving the critical processes
- Support the many challenges by generating new creative ideas
- Integrate functional areas by removing silos
- Assure data, analytics, performance management reporting availability for efficient decision making
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Video Interview by Dukascopy TV on Bank challenges in Europe (July 2012)
Initiating a program in a simple way
We start today a serie to help you manage program in a simple way.
It is important to differentiate the lifecycle and the process group interactions.
The Initiation Process Group defines and authorizes the program and produces the benefit statement.
Identifying the funding sources is required.
Here is a checklist of signals and hints to help you be sure a program is a program (and not a project):
1- is there a need to undertake multiple projects ?
2- What is the change impact on human resources, processes and information systems ?
3- Is the delivery of change staggered over an extended period ?
4- Are some of the benefits dependent on implementation of earlier elements ?
5- Are there just too many benefits ?
6- Would your best project manager be able to manage the initiative ?
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Removing silos
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